The Users of ITIL

ITIL is used by big, medium, and small businesses worldwide to improve the value of their services.
ITIL helps businesses in all fields and industries in various matters, such as:

 Resolving business issues.

 Improving IT capabilities and problems of organizations.

 Implementation of capabilities to help drive business values.

Today, various organizations use ITIL, such as:

 Newcastle University, Tyne, UK.

 The IRS (Internal Revenue Service), USA.

 Disney.

 Cincinnati Children's Hospital

Apart from organizations and businesses listed on the previous page, numerous other
establishments have incorporated ITIL within their structural frameworks. In short, the ITIL
framework can be implemented in SMEs, national, state, and local government departments,
schools, colleges, universities, and NGOs.

Implementing ITIL within Organizations

Although the implementation scope of ITIL is quite extensive, it's essential to look at the ITIL
guidelines and use them in a way that fits the specifics of the business. It can help businesses cut
costs by utilizing the best resources, enhancing service delivery and customer satisfaction, and
bringing IT and business groups closer.
Since ITIL is a set of industrial practices related to ITSM and not a standard. Organizations can
use as much of the ITIL framework as they find helpful. But the more ITIL-compliant an
organization's processes are, the more benefits that organization will get.

Frameworks Enhancing The ITIL

ITIL is not the only framework that can be useful for business. Even though ITIL is the most widely
implemented and understood framework, some successful organizations have also used other
frameworks and best practices alongside ITIL. This works well because each framework provides an
overall enhancement to the way a business delivers value to its customers. In this regard, some of
the most widely used IT concepts and frameworks are:
 Lean: It can be used to make things better and eliminate backlogs. It goes well with ITIL's goal of
continual improvement.

 COBIT: It is the most crucial framework for governance and compliance and is better when
compared to ITIL in this sector. The two frameworks work well together.

 Agile and DevOps: Agile and DevOps work together to ensure that IT organizations can quickly add
new business features to their frameworks. Although they could clash with ITIL (because people who
use them come from different cultures), they can work well together if organizations know the real
value of each of these frameworks.

What is Service Management?

Service management is a set of skills that an organization needs to provide its customers
with value. These skills can include tangible components, such as money, people, and tools. Many
intangible factors are also part of service management, including skills, knowledge, and
management.

The core objective of IT Service Management (ITSM) is to get the most value out of products and
services based on technology. In this regard, these ideas are essential for service management
success:

 Service relationships.

 Co-creating the value.

 Service management stakeholders.

 Warranty and utility.

 Service relationships.

 Products and services.

Service Relationships
A service relationship is when a service provider and a service consumer work together. Two or
more organizations establish a service relationship to create value together. Depending on the
circumstances, an organization can act as either a provider or a customer. Contents of service
relationships include:

 Providing the service.

 Consuming the service.

 Service relationship management.

Dynamics of the Relationship Between a Service Providers and

Customers

The service relationship model shows how dynamic the relationship between service providers and
customers is. For example, an organization can buy services and deliver them to another customer,
thus changing its role from a customer to a provider. For example, a call centre might buy internet
services from a provider and then use them to help its customers with customer relationship
management.

Co-creating the Value

The objective of any organization is to create value for its customers. In this scenario, value can be
defined as its products' usefulness, perceived benefits, and importance for the customers.

Value depends on how the stakeholders, such as customers, consumers, or the organization itself,
see it. Take a ride-sharing service as an example. For some people, the value of this service is in
being easygoing. For others, it might be the price or how much freedom they have regarding their
travels. From different points of view, value can be different.
 In the past, corporations considered themselves as service providers,' offering value to their
customers unidirectional. Usually, this would go like the provider supplying value to the consumer,
with the customer having no participation in value creation. However, this model has become
obsolete.

Today, organizations acknowledge that suppliers and customers co-create value via active
engagement. Its co-creation is also enhanced by the contributions of other stakeholders involved in
the relevant service connections.

Service Management Stakeholders

Service management of stakeholders is a fairly newer perspective on value co-creation. It
necessitates the identification of all parties involved. This may involve suppliers, customers,
financiers, regulators, influencers, etc. Now let's identify some of the most important service
management stakeholders:

Stakeholders Definition Example

A group of people having its specified functions,

responsibilities, authority, and relationship to achieve
Organization the objectives A multinational company

Service An organization dedicated to creating and providing A bus company providing transport
provider services services

A business that has acquired service

Service a digital marketing agency to market
consumer An organization that receives services products

Warranty and Utility

If we want to determine that a service is delivering value to its customers and meeting their requirements, we
can evaluate its warranty and utility.

 Warranty of the service: It guarantees that a product or service will satisfy agreed-upon specifications.
Warranty addresses "how well the service functions" or "if the service is appropriate for use." Availability,
capacity, security, and continuity are typical service levels that correspond with the demands of service
customers.

 Utility of the service: Utility of a service may refer to "what the service performs" or "if a service is suitable
for its intended purpose." To demonstrate utility, a service must either enhance the user's performance or
eliminate limitations imposed upon them.
 When evaluating the viability of a service, one must examine the influence of costs and risks on utility and
warranty; this provides a comprehensive picture of the service's viability. Both utility and warranty are
necessary for a service to assist its targeted results and, hence, contribute to its value creation. For instance, the
utility of a courier delivery service is to deliver items to the customers, whereas the warranty is to handle
packages with care.

Service Relationships
A service relationship is when a service provider and a service consumer work together. Two or more
organizations set up service relationships to create value together. Depending on the situation, an organization
can act as either a provider or a customer. Service relationships include the following elements:

 Service consumption.

 Service provision.

 Service relationship management.

The service relationship model demonstrates constant changes between service providers and customers. An
organization can buy services and use them to deliver them to another customer, going from being a customer
 to being a provider. For example, a call centre might buy internet services from a provider and then use them
to help its customers with customer relationship management.

Products and Services

Product
Service

A product is any combination of an organization's resources intended to provide consumers with

value. People, money, equipment, software, etc., are examples of resources.

Typically, service providers promote their services to customers as service offerings. These service offerings
define one or more services based on one or more products. A service offering is a description of one or more
services tailored to meet the requirements of a particular customer group. The three fundamental elements of
service offers are:

 Access to resources.
 Goods.

 Service actions.

Examples of Products and Services

The table will show you various examples of some products and services.

Component of
Products and Services Description of Component Examples

Consumers are allowed to access the resources for the

Access to resources agreed tenure, according to the service terms agreed Online subscription for an audio lib

Manufacturing of electrical applian

Goods Supplied to the consumer that are delivered to customers

Provided by the service provider to fulfill a customer's

Service actions needs Mechanical maintenance of a vehic

Value as a Product of Outcomes, Costs, and Risks

Service providers help their customers reach their goals, and they incur some of the risks and costs in
exchange. However, the service relationship can introduce adverse outcomes or new (or previously) unknown
risks and costs. People consider service relationships valuable only when they see their positive consequences,
especially on outcomes, costs, and risks.
Outcomes
Costs
Risks

While functioning as a service provider, organizations generate outputs that assist their
customers in achieving specific outcomes. An output can be an activity's physical or
intangible deliverable, such as transportation between two locations. By contrast, an outcome
is generated by one or more outputs.
For example, if the output is inter-locational transportation, the outcome can be that the
stakeholder has an interview. Depending on the provider-customer relationship, it might be
difficult for the provider to comprehend the client's desired outcomes. Therefore, sometimes,
both sides will collaborate to attain the intended outcomes.
 The ITIL Service Value System

The ITIL SVS explains how all of the organization's parts and activities work together as a system to create
value. The SVS comprises specific service management inputs, elements, and outputs. Opportunity and
demand are the main things that go into the SVS. What comes out of the SVS is the value that products and
services provide.

 Demand means people inside and outside the company need products and services from the organization.

 Opportunity means actions or chances to add value for stakeholders and introduce improvements in the
organization.

Opportunity and demand start actions inside the ITIL SVS, resulting in value generation. Both these elements
continuously enter the system, but the organization does not automatically meet every opportunity and
demand.
The structure of ITL SVS is displayed on the next page.

SVS Elements Transforming Demands into

Outcomes
Below is a description of the five SVS aspects that facilitate the translation of demand into valuable outcomes:

Element Description

The Guiding These suggestions may steer an organization regardless of changes in its objectives, tactics, work style
Principles management structure.

Governance This implies ways an organization is controlled and directed.

Service Value A collection of interrelated operations that an organization does to supply a valuable product or servic
Chain its customers and to promote the realization of value.

Practices These are collections of organizational assets intended for executing tasks or achieving a goal.
 Continual These recurrent actions guarantee the continuous performance of an organization to fulfil its stakehold
improvement expectations.

Service Management and Organizational Success

While discussing organizational success in service management, we need to consider the following two critical
factors:
Organizational Agility
Organizational Resilience

The ability of an organization to move and adapt swiftly, flexibly, and decisively to support
internal changes, such as changes in its structure, use of technology, and skills.

The ITIL 4 Service Value Chain

The Service Value Chain is the core component of the ITIL SVS. The service value chain is a concept for the
development, delivery, and continuous enhancement of services. It describes the essential actions necessary to
generate value in response to customer demand via the development and delivery of goods and services.

There are six activities in ITIL 4 Service Value Chain that demonstrate how organizations can create value for
their customers:

 Plan.

 Engage.

 Design and transition.

 Obtain/Build.

 Deliver and Support.

 Improve.
On the upcoming pages, you will learn about some input and output components belonging to each of these six
activities.

Plan
It shows that the whole company has a common knowledge of the goal, present status, and improvement
direction.

Inputs Outputs

The organization's governing body specifies policies, regulations, and limits. Strategic operation plans.

Portfolio decisions concerning design and

Engage provides a consolidation of needs and possibilities. transition.

Improve provides information on value chain performance, improvement Policies and architectures concerning desig
projects, and strategic goals. transition.

Opportunities for improvement from

Improve provides Status updates on improvement. the improve.

Obtain knowledge and information about new and altered goods and services
from the design and transition phases. A service or product portfolio from engage

Information about third-party services from engage. Agreement and contract requirements from

Engage
The purpose of engage is to give a thorough grasp of stakeholder requirements, guarantee openness, and
maintain ongoing interaction with and positive relationships with all stakeholders.
Inputs
Outputs
(1) Plan-provided product and service portfolio.
(2) Strong demand for services and goods from both internal and external clients.
(3) Detailed specifications for services and products, as provided by customers.
(4) Requests and suggestions from customers.
(5) User-derived incidents, service requests, and user comments.
(6) Details regarding the completion of delivery and support tasks.
(7) Opportunities for marketing derived from present and future consumers and users.
(8) Opportunities for cooperation and feedback from suppliers and partners.
(9) Contract and agreement requirements derived from the whole value chain.
(10) Knowledge and information regarding new and altered products and services from the
design and transition and obtain/build phases.

Design and Transition

These components guarantee that goods and services consistently satisfy the quality, cost, and time-to-market
requirements of stakeholders.
Inputs
Outputs

(1) Portfolio decisions, architectures, and policies as provided by plan.

(2) Service and product requirements as provided by engage.
(3) Providing improvement ideas and strategies, enhance.
(4) Improving progress reporting from improve.
(5) Service performance data supplied by delivery, support, and improve.
(6) Information concerning third-party services from engage.
(7) Information about new and modified products and services via obtain/build.

Obtain/Build
This component ensures that service components are available when and when they are required and that they
conform to agreed-upon requirements.
Inputs
 (1) Plan's architectural and policy provisions.
(2) Engage provides contracts and agreements with external and internal vendors and partners.
(3) Services and goods from external and internal vendors and business partners.
(5) Specifications and requirements from transition and design.
(6) Improvement plans from improve.
Outputs

Deliver and Support

It ensures that services are delivered and supported according to agreed specifications and stakeholders’
expectations.
Output
Input
(1) Modified products and services provided by design and transition.
(2) Service components from obtain/build.
(3) Information concerning third-party service components from engage.
(4) Improvement plans and initiatives by improve.
(5) User-supported tasks from engaging.

Improve
Improve component ensures continuous improvement of products, practices, and services throughout all value
chain activities and service management's four dimensions.
Inputs

 Stakeholders' feedback from engage.

 Information about third-party derived from engage.

 Information about performance and improvement opportunities obtained from value chain activities.

 Information about the performance of product and service obtained from delivered.

Outputs
 Improvement and plans for every value chain activity.

 Agreement and contract requirements obtained from engage.

 Reports for improvement status for every value chain activity.

 Information on service performance for design and transition.

Introduction to the ITIL Certification

ITIL (Information Technology Infrastructure Library) certifications are considered one of the most valuable in
the ITSM (IT Service Management) field. Getting an ITIL certification could help people land a job, get a
promotion, or take their career to the next level, especially if they want to become CTO or CIO. ITIL is a
robust IT service management framework that can also help organizations in various regards, such as:

 Risk management.

 Enhanced productivity.

 Reduction in service development and deployment cost.

 Strong customer relations.

 Building an agile IT environment.

The Inception of ITIL 4

ITIL 4 came out in the spring of 2019. ITIL 4 has been derived from its predecessor ITIL v3 to a newer, more
modern, and more agile way of doing things. If a person is currently enrolled in an ITIL v3 certification
program, they can finish that. However, it must be remembered that ITIL 4 is for those who have never used
ITIL before.

ITIL as a Global Framework

Axelos currently owns the ITIL framework, and it ensures it stays up to date. It also accredits ITIL training and
exam centres. There are hundreds of ITIL Accredited Training Organizations (ATOs), and the certification
exam is given at the end of the training course or by a partner examination institute.

The ITIL framework gives a detailed list of ways to manage and deliver IT services. It helps organizations by
presenting them with relevant practices, tasks, and advice while enabling them to deliver the best possible
services to their customers. With ITIL, a company can benefit itself in various ways, such as:
  Continuous improvement of services.

 Demonstration of compliance.

 Prevention of common loopholes and negative consequences.

The ITIL framework is not just for one industry, company size, or type of organization (private, public, etc.).
ITIL could be for anyone using technology to handle customer services. This can be understood from the fact
that nearly every major organization has implemented ITIL within its framework. IBM, HBSC, and NASA are
just a few of the well-known companies to be named in this regard.

ITIL Certifications
ITIL certifications indicate a person's competence in management by using processes, terms, and
methods that are common in the IT sector. ITIL-certified workers are in high demand because they have the
skills to help businesses grow. Usually, digital services depend on the following two factors:

 Ongoing project management that focuses on the service's goals.

 Resolving problems that arise while developing, delivering, and keeping the service up and running.

An excellent way to manage IT services is to know how to incorporate these constantly modifiable factors into
the development process. In this regard, many companies cherish ITIL's flexibility and scalability. This is
because it allows them to combine their strategies with the practices that follow other popular frameworks,
like:

 Six Sigma.

 ISO 20000.

 TOGAF.

 COBIT.

How are ITIL Certifications Beneficial?

There are a lot of great reasons to get ITIL accreditation or certification. With a certification from ITIL, you
can:

 Learn as much as you can about the product.

 Speed up your professional growth.

 Boost your chances of making more money.

 Boost their reputation.

 Become a solution-oriented top professional.

 Align your organization with IT business.

 Increase staff productivity.

 Improve the quality of IT services.

 Improve customer satisfaction levels, etc.

ITIL Certification: Large Organizations vs SMEs

ITIL Certification in Large Organizations
ITIL Certification in SMEs

The expense of ITIL certifications is justifiable for large, international firms. Any IT
professional in these firms, from sysadmins to project managers and CIOs, is frequently required
to hold some degree of ITIL certification. These organizations also frequently employ trained
ITIL coaches and mentors.
Who is Eligible to get the ITIL Certification?
ITIL certifications are not meant to be acquired by organizations or firms. Instead, only a person can
acquire this certification. If any organization or a business claims to be ITIL certified, then either:

 It is compliant with related (but slightly different) standards to ITIL, an example of which is ISO 2000.

 It promotes and helps its employees in getting ITIL certifications.

The Levels of ITIL Certification

There are four different levels of ITIL certification. A project manager or CIO may achieve Expert or Master
status in ITIL. Still, an intern or a junior employee may merely aim to acquire an entry- or medium-level
certification.

The configuration of the first three ITIL certifications is based on the following parameters:

 Credit numbers.
 Passing the relevant examination.

The final level of ITIL certification is the Master's level, and it can not be attained without fulfilling its criteria.
A schema of the four levels of ITIL certification is shown on the following page.

ITIL 4 Foundation Certification

The ITIL 4 Foundation certification introduces candidates to the ITIL framework. It enables candidates to view
ITSM (IT Service Management) from start to finish regarding the development, delivery, and ongoing
improvement of tech-enabled goods and services. The ITIL 4 Foundation certification is helpful for those
candidates who:

 Need a fundamental grasp of the ITIL framework.

 Want to use ITIL to improve ITSM.

 Whose business has employed ITIL in its structure.

The ITIL 4 Foundation Network

The focus of the ITIL 4 Foundation network is on the following topics:

 Concepts concerning service management, such as service relationships and value creation.

 The four dimensions of service management.

 The seven core ITIL practices.

What's Next After ITIL Foundation Certification?

Any one who passes the ITIL Foundation certification is met with two streams (depending on their career
goals). These streams are:

 Becoming a Managing Professional.

 Becoming a Strategic Leader.

ITIL 4 Managing Profession
The ITIL Managing Professional stream teaches a candidate about IT-enabled services, teams, and workflow
management. This stream comprises four particular modules, i.e.
ITIL 4 Specialist Create, Deliver & Support (CDS)
ITIL 4 Specialist Drive Stakeholder Value (DSV)
ITIL 4 Specialist High Velocity IT (HVIT)
ITIL 4 Strategist Direct, Plan & Improve (DPI)

This module covers the core service management tasks and extends the existing ITIL scope to
include service development. It integrates various value streams and activities to develop,
deliver, and maintain IT-enabled goods and services. Moreover, it also emphasizes techniques,
methodologies, and tools to support this integration. With this program, IT professionals can
continue providing their clients with creative and dependable technology-enabled services in an
increasingly competitive industry.

ITIL 4 Strategic Leader

The ITIL 4 Strategic Leader is one of the two streams a person can opt for after getting certified for the ITIL
Foundation Course. This stream teaches students how IT impacts and guides company strategy. There are
two modules within this stream:
 ITIL 4 Strategist Direct, Plan & Improve (DPI)
ITIL 4 Leader Digital & IT Strategy (DITS)
This module is same as the one present in ITIL Managing Profession stream.

The ITIL Master Certification

The ITIL Master certification verifies one's ability to implement ITIL concepts, processes expertly, and
approaches in the workplace. To acquire ITIL Master certification, it is mandatory to explain and defend how
one chooses and utilizes a variety of knowledge, concepts, processes, and techniques from the ITIL
Framework and supporting management practices to accomplish desired business results in at least one
practical project.
The ITIL Master Certification Curriculum
The ITIL Master certification has no set curriculum or training session. Instead, each applicant for the ITIL
Master certification must have the following:

 Earned previous ITIL certifications.

 Worked in ITSM while having an experience in higher management or company leadership.

 Hands-on experience with the ITIL framework.

 Showed active involvement in implementing ITIL practice.

Pricing of the ITIL Certifications

Axelos, the ITIL framework supervisor, accredits all the training and examination facilities designated to
certify the ITIL applicants. Hundreds of ITIL ATOs offer training and certification exams, all listed on the
Axelos website.

An ITIL-certification aspirant seeking ITIL certification may pick among certification providers certified by
AXELOS to get training and exams. Non-accredited services may be less expensive, but their information and
outcomes may not be as trustworthy. The variations in the pricing of the ITIL certifications are dependent on
the following factors:

 Country of residence.

 Onsite versus online teaching.

 In-person training within the company where the person is employed.

 The registration fee for each exam may range from $150 to $500, and that's only for the exam. People will
incur additional costs if they study from the official syllabus and/or enrol in a training course.

Lesson Summary
SVS Elements Transforming Demands into Outcomes

 The Guiding Principles: These suggestions may steer an organization regardless of changes in its objectives,
tactics, work style, or management structure.

 Governance: This implies ways an organization is controlled and directed.

 Service Value Chain: A collection of interrelated operations that an organization does to supply a valuable
product or service to its customers and promote value realization.

 Practices: These are collections of organizational assets intended for executing tasks or achieving a goal.

 Continual improvement: These recurrent actions guarantee the continuous performance of an organization to
fulfil its stakeholders' expectations.

Part One: Service Management and Organizational Success Factors

 Organizational Agility: The ability of an organization to move and adapt swiftly, flexibly, and decisively to
support internal changes, such as changes in its structure, use of technology, and skills.

 Organizational Resilience: It is the capability of an organization to foresee, prepare for, react to, and adapt to
both gradual and abrupt changes from an external viewpoint, i.e., the PESTEL factors.

Lesson Summary
Part Two: Service Management and Organizational Success Factors

 Plan: It shows that the whole company has a common knowledge of the goal, present status, and improvement
direction.

 Engage: The purpose of engagement is to give a thorough grasp of stakeholder requirements, guarantee
openness, and maintain ongoing interaction with and positive relationships with all stakeholders.

 Design and Transition: These components guarantee that goods and services consistently satisfy the quality,
cost, and time to market requirements of stakeholders.
 Obtain/Build: This component ensures that service components are available when and when they are required
and that they conform to agreed-upon requirements.

 Deliver and Support: It ensures that services are delivered and supported according to agreed specifications
and stakeholders’ expectations.

 Improve: Improve component ensures continuous improvement of products, practices, and services throughout
all value chain activities and service management's four dimensions.